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The article discusses that the US Army must modernize and transform the sustainment warfighting function capabilities to respond and enable tactical and operational commanders to expand freedom of action and ensure prolonged endurance and build the Army of 2030. Army Materiel Command leads the logistics and sustainment communities to execute distribution, redistribution, and divestiture to efficiently build operational and strategic readiness, fill shortages, and balance resources.

The article focuses on the importance of having automated external defibrillators (AEDs) on hand during physical fitness tests in the Army to prevent sudden cardiac arrest deaths. Topics include the high incidence of sudden cardiac death in exercising athletes and the need for prompt access to AEDs, the recommended timeline for using an AED in case of sudden cardiac arrest, and the benefits and costs of implementing AED programs in the Army.

The article discusses about the December 7, 1941 attack on Pearl Harbor and the U.S. Army's strategic and brave response to it. Topics discussed include the President Franklin Roosevelt's order to Adm. Chester Nimitz after the attack; a lesson taught to the U.S. military by the strategic surprise attack on Pearl Harbor that is woven into the fabric of its military history, and the U.S. Army's strategy and operational approach to focus on being ready and active in competition.

The article discusses the U.S. Army's Readiness Enhancement Account (REA) aimed at increasing combat readiness in high-priority units. The U.S. Congress's reversal of the drawdown in January 2017 and REA's enlisted authorizations and its contribution and effectiveness in helping the Army grow are mentioned.

The article focuses on Gen. Stephen J. Townsend who was appointed commander of the U.S. Army Training and Doctrine Command (TRADOC) on March 2nd. It includes several comments by Townsend about his new command including topics such as improvement and constant focus, recruitment, readiness, and the Multi-Domain Operations concept.

The article discusses Shift5 Inc., a technology company in Rosslyn, Virginia, that unlocks onboard data from vehicle fleets, enabling optimal operational readiness, lethality, and survivability. Shift5 applies modern data analysis and cyber survivability principles and practices to weapon systems. Its new model has been able to achieve readiness by enabling anomaly detection, predictive maintenance, and configuration management.

The article discusses about the significance of body image for the soldiers and the need for the army leaders to be aware of such ailments of their soldiers, especially those not widely known or represented. Topics discussed include a form of obsessive-compulsive disorder muscle dysmorphia, which the Army largely neglects; eating disorders like bulimia nervosa, anorexia nervosa and binge eating, and the cultural emphasis on self-discipline and maintaining combat readiness.

The article focuses on an ongoing shift from building Army readiness for counterinsurgency and counterterrorism to preparing for large-scale combat operations. It mentions that operational readiness is the Army's ability to meet the joint force's global operational demands in either a competition or contingency environment, not both simultaneously.

The article provides the author's message as the commanding general of the U.S. Army Pacific. He highlights the commitment of the Army Pacific to further U.S. Pacific Command strategic objectives while building and sustaining Army's military readiness. He also discusses the establishment of Theater Joint Force Land Component Command.

The article provides the author's message as the chief of staff of the U.S. Army. He highlights the U.S. Army's courage, commitment, unparalleled competence and agility in responding to regional challenges, providing humanitarian support and responding to terrorist threats. He also discusses the Army's training and combat readiness.

The article provides the author's message as the seargent major of the U.S. Army. He highlights the significant role played by non-commissioned officers (NCO) in leading, mentoring, and training soldiers while enforcing standards in the Army. He also discusses the need of NCOs to compete and be prepared to operate and lead in an ever-changing and multifaceted environment.

The article discusses the importance of realistic immersion training for U.S. military forces that replicates close-combat conditions. The need for the ground services to create an attributable, measurable service-wide system for training small units during a protracted period of peace is addressed. The use of virtual simulation technologies such as the VIRTSIM technology from Raytheon Co. and Motion Reality Inc. at small-unit combat training centers (CTC) is also described.

The article provides the author's message as the assistant secretary of the U.S. Army's Manpower and Reserve Affairs. She highlights the Army's policies, plans, and programs for personnel, force structure, and manpower management as well as training, military and civilian personnel readiness, reserve affairs and Army protection. She also discusses total force policy civilian morale, and job satisfaction.

The article features the Pohakuloa Training Area (PTA) in Hawaii, which is the biggest military installations in the U.S. Indo-Pacific Command Theater. According to garrison commander Lieutenant Colonel Kevin Cronin, PTA aims to provide the best training for American soldiers. The facility conducts readiness exercises, reception staging, and onward movement and integration training.

The article focuses on the unit readiness mission of the U.S. Army Inspector General Agency under the command of inspector general (IG) and Lt. Gen. Leslie C. "Les" Smith since February. It includes several comments by Smith on topics related to the IGs' role including advising and assisting Army leaders and promoting well-being and discipline, staying engaged, building positive relationships, communicating, and fixing problems.

The article discusses the U.S. Army's focus on readiness for future threats. Some of the readiness programs include the National Training Center (NTC) Rotation 12-05, the III Corps Warfighter Exercise and the U.S. Army Europe's Exercise Saber Junction 2012. The author points out the need for commanders to regionally align forces to increase readiness and for the Army to restore its resilience while preparing for the challenges.

The author proposes reinstating the Project Warrior program to help develop future leaders in the U.S. Army who are skilled in mission command. He notes that the emphasis of the original Project Warrior program are military leadership and educational opportunities. An overview of the Battle Command Training Program (BCTP) to provide a combat training center (CTC) for division and corps headquarters is given.

The article focuses on the utilization of the Abrams tanks in the U.S. Army including the M1A2 System Enhancement Package Version 3 vehicles for lethality, force protection, and system survivability enhancements. According to the author these tanks are designed for close combat and embedded diagnostic capability.

The article focuses on the Vermont National Guard's Camp Ethan Allen Training Site (CEATS) in Vermont. According to the article, more than 130,000 people are trained there every year. The Army Mountain Warfare School and its courses including military mountaineering, the area's terrain and weather, and the completion of a readiness center housing the Vermont National Guard's 86th Infantry Brigade Combat Team are mentioned.

The article presents the author's thoughts on military leadership, development of military forces, and the four phases of winning a war including committing, sustaining, and occupying. Topics of discussion include wars such as World War I being settled with an armistice, combat readiness, and leadership training and education.

The article reports that the military podiatrists are dedicated to maintaining the operational readiness of U.S. fighting and humanitarian forces. It mentions about the military podiatrists that provide clinical, surgical and administrative support from the Army's, Navy's and Air Force's Medical Service Corps officers. It states that the focus is on continuing medical education for orthopedic staff.